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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Intervention Mapping |  Business Strategy VRIO Framework |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-3 h | 1-5 Tage | 90-180 min | Half day |
Participantsdifferent | 2-8 | 4-12 | 3-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | VRIO Table, Strategic Actions | Leverage Map, Action Strategy |
Tagsno overlap | StrategyAnalysisPlanning | ChangeSystems thinkingCapability | StrategyDiagnosisBusiness modelCapability | Systems thinkingChangeStrategy |